| Indicator |
Description |
Location |
| |
| Standard Disclosures |
| 1.1 |
CEO letter |
CEO Statement |
| 1.2 |
Description of key impacts, risks, and opportunities |
CEO Statement, Public Policy |
| |
|
|
| 2.1 |
Name of the organization |
Home |
| 2.2 |
Primary brands, products, and or services |
Company Profile |
| 2.3 |
Operational structure of the organization include main divisions operating companies subsidiaries and joint ventures |
Company Profile |
| 2.4 |
Location of organization’s headquarters |
Company Profile |
| 2.5 |
Number of countries where the organization operates |
Company Profile |
| 2.6 |
Nature of ownership and legal form |
Governance Structure |
| 2.7 |
Markets served including geographic breakdown |
Company Profile |
| 2.8 |
Scale of the reporting organization |
Company Profile |
| 2.9 |
Significant changes during the reporting period |
Report |
| 2.10 |
Awards received in reporting period |
Awards |
| |
|
|
| 3.1 |
Reporting period |
Report |
| 3.2 |
Date of most previous report |
Report |
| 3.3 |
Reporting cycle |
Report |
| 3.4 |
Contact point for questions regarding the report |
Report |
| 3.5 |
Process for defining report content |
Material Issues |
| 3.6 |
Boundary of the report |
Report |
| 3.7 |
State any specific limitations on the scope or boundary of the report |
Report |
| 3.8 |
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can affect comparability |
Report, Env Performance |
| 3.10 |
Explanation of the effect of any re-statements of information provided in earlier reports |
Report |
| 3.11 |
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied |
Report |
| 3.12 |
Table identifying the location of the Standard Disclosures |
GRI Index |
| 3.13 |
Policy and current practice with regard to seeking external assurance for the report |
Report |
| |
|
|
| 4.1 |
Governance structure of the organization, including committees under the highest governance body responsible for specific tasks |
Governance Structure |
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer |
Governance Structure |
| 4.3 |
For organizations having a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members |
Governance Structure |
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body |
Governance Structure |
| 4.5 |
Linkage between compensation for members of the highest governance body, senior managers, and executives and the organization’s performance |
Governance Structure |
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided |
Governance Structure |
| 4.7 |
Process for determining the qualifications and expertise of the members of the highest governance bodies |
Governance Structure |
| 4.8 |
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental and social performance and the status of their implementation |
Vision |
| 4.9 |
Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance |
Governance Structure |
| 4.10 |
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental and social performance |
Governance Structure |
| 4.12 |
Externally developed economic, environmental, and social charters |
External Initiatives |
| 4.13 |
Memberships in associations and/or national, international advocacy |
Industry and Advocacy |
| 4.14 |
List of stakeholder groups |
Stakeholders |
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage |
Stakeholders |
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder groups |
Stakeholders |
| 4.17 |
Key topics and concerns that have been raised through stakeholder engagement and how the organization has responded |
Stakeholders |
| |
| Economic Indicators |
| EC1 |
Direct economic value generated and distributed |
Company Profile, Community Giving |
| EC2 |
Financial implications and other risks and opportunities for the organization’s activities due to climate change |
Company Profile |
| EC8 |
Development and impact of infrastructure investments and services provided primarily for public benefit |
Community Giving |
| |
| Environmental Indicators |
| EN1 |
Materials used by weight or volume |
Material and Water Use |
| EN3 |
Direct energy consumption by primary energy source |
Energy,Env Perfomance |
| EN4 |
Indirect energy consumption by primary source |
Env Perfomance |
| EN5 |
Energy saved due to conservation and efficiency improvements |
Energy |
| EN6 |
Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives |
Delivering Solutions |
| EN8 |
Total water withdrawal by source |
Material and Water Use |
| EN16 |
Total direct and indirect greenhouse gas emissions by weight |
Greenhouse Gases |
| EN18 |
Initiatives to reduce greenhouse gas emissions and reductions achieved |
Greenhouse Gases |
| EN22 |
Total weight of waste by type and disposal method |
Waste and Recycling |
| EN26 |
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation |
Product Stewardship, Delivering Solutions |
| EN29 |
Significant environmental impacts of transporting products and other goods and materials used for organization operations, and transporting members of the workforce |
Product Stewardship |
| |
| Labor Indicators |
| LA1 |
Total workforce by employment type, employment contract, and region |
Company Profile |
| LA3 |
Benefits provided to full-time employees that are not provided to temporary or part-time employees, by operations |
Benefits |
| LA4 |
Percentage of employees covered by collective bargaining agreements |
Human Rights |
| LA7 |
Rates of injury, occupational diseases, lost days, absenteeism, and number of work related fatalities by region |
Safety Performance |
| LA8 |
Education, training, counseling, prevention, and risk control programs in place to assist workforce members, families, or community regarding serious diseases |
Employee Wellness |
| LA10 |
Average hours of training per year per employee by employee category |
Training |
| LA11 |
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings |
Training |
| LA12 |
Percentage of employees receiving regular performance and career development reviews |
Career Development |
| LA13 |
Composition of governance bodies and breakdown of employees per category according to gender, age group, minority and other diversity indicators |
Diversity |
| |
| Human Rights Indicators |
| HR6 |
Operations identified as having significant risk for incidents of child labor, and measures taken to eliminate it |
Human Rights |
| HR7 |
Operations identified as having significant risk for incidents of forced labor, and measures taken to eliminate it |
Human Rights |
| |
| Society Performance Indicators |
| SO1 |
Nature, scope, and effectiveness of any program and practices that assess and manage the impacts of operations on communities |
Community Giving |
| SO3 |
Percentage of employees trained in organization’s anti-corruption policies and procedures |
Training |
| SO5 |
Public policy positions and participation in public policy development and lobbying |
Public Policy |
| |
| Product Responsibility Indicators |
| PR1 |
Life cycle stages in which health and safety impacts of products and services are assessed for improvement |
Product Stewardship, Customer Health |
| PR5 |
Practices related to customer satisfaction, including survey results |
Customer Satisfaction |